Annual report 2020

2020 Annual report

The Swiss Centre of Competence for International Cooperation

“Informal exchange, so valuable for ­building dialogue and trust, was clearly missing.”

EDITORIAL BY LISA ISLER, DIRECTOR

The longer the distance lasts, the more the credit dwindles

Writing the editorial for the annual report is always a welcome opportunity for me to review the last year and the activities that monopolised our attention from the perspective of hindsight.

This time, however, the pleasure is muted. Do I really have to address the situation of Covid-19? It seems to me that we have all reached our saturation point and it is time to turn our attention to something new.

Assessing the impact of the pandemic on cinfo is part of my job, and I would like to highlight that it was relatively moderate. Of course there were difficulties, but we were able to adapt to the new circumstances. This was mainly thanks to the great work that had been done previously.

For several years now, we have been offering some of our services online, especially counselling and coaching. As we constantly deal with people working abroad, remote coaching was not a new concept for us. In 2020, we further expanded this service, conduct­ing both workshops and innovative formats online (see pages 4–5 and 6–8).

Fortunately, our IT infrastructure was already oriented towards the future and designed to be compatible with flexible working models. Thanks to these forwardlooking measures, our team was able to continue working productively and creatively from home.

So does that mean everything is rosy? No, not really.

We are currently living on “relationship credit”. While build­ing new relationships is certainly important, they are never set in stone and need constant nurturing in order to thrive.

Of course, we can still see and hear each other via Skype, Zoom and other tools … but only to a certain extent. As practical as these softwares are, they will never be able to replace the quality of experience of face-to-face meet­ ings, which far surpasses the virtual world. At cinfo, this was confirmed repeatedly throughout 2020, for

e­ xample at our general meeting. A major shortcoming was the lack of informal exchange that is so important for strength­ening dialogue and trust.

In short, the longer the distance between people lasts, the more relationship credit is used up. An organisation as well connected as cinfo has plenty of reserves, but the question is for how much longer?

PS. for this reason, we are placing great importance on being able to hold, if possible, some face-to-face events again.

Lisa Isler Director

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“WHILE IT WAS ABOUT DEALING WITH CONFLICT, I THINK THAT I NOW HAVE THE NECESSARY SKILLS TO AVOID GETTING INTO A SITUATION OF CONFLICT IN THE FIRST PLACE.”

TESTIMONIAL

It is not so easy to learn how to deal with conflict At the beginning of 2020, cinfo was planning to hold face-to-face workshops on conflict management for local staff and expatriates directly in countries of operation.

But then came the pandemic. Should we have dropped the project? Not at all. In the summer, cinfo conducted a full workshop on Zoom. This first workshop, which was very well received, was followed by a second in November.

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Graça Ricardo, communications and security advisor for Helvetas in Mozambique, took part in the first workshop. In the following, she talks about her experiences during the four half-days and tells us what she learned.

A new world that took me c ­ ompletely by surprise “When I was first offered a place in the conflict management training, I remember agreeing with a very nervous smile. I was worried about the English because it is not my mother tongue and I didn't know what I was getting myself into. Until then, I had never dealt with the topic of conflict in depth, neither in my professional nor in my private life.

I could write a whole novel about how much this experience has changed me. Participating in this training was a step out of my comfort zone into a new world where I discovered completely unknown things about myself. It was an incredible experience because every topic brought something new to light.

While it was about dealing with conflict, I think it has given me the necessary tools to avoid getting into a situation of conflict in the first place. Conflicts often arise due to a lack of communication skills: perhaps someone expresses themselves badly, or there is a lack of attention so that one or the other party feels ‘attacked’.

What was particularly surprising for me was the reali­ sation that while the messages we communicate are usually incomplete, they contain enough elements to influence the reaction of the receiver. I can now formulate more complete and specific messages without being rude – I don’t have to stay silent simply to avoid giving offence.

Another topic I found very valuable was the ‘values and development square’, which showed me how to balance virtues and values to bring a cordial, amicable effect to my interactions with others. This self-awareness exercise helps us to avoid extremes in our responses to and interactions with people.

It was not only the content that was interesting, but also the medium. I had already used Zoom for virtual meet­ ings, but to use it as a training participant was new for me.

Compliments are due to the people responsible for the facilitation, as they managed to create a very dynamic environment for group interaction. The ten participants from around the world were able to interact effortlessly and naturally across the geographical, social and cul­ tural distance.

As we live in pluralistic societies, it is important to keep socio-cultural differences at the fore and avoid judgements until we have understood all the facts.”

Graça Ricardo

Message to employers The people working for your organisation around the world are an invaluable resource. When people find meaning and fulfilment in their work, they perform their tasks with enthusiasm and help you achieve your organisational goals.

Although they arise in the daily business of every organisation, conflicts can have serious consequences: they can lead to the erosion of trust, they end relationships or create an environment in which it is impossible for people to work together.

How do you deal with such conflicts? How do you straighten things out that have gone awry? cinfo’s online workshop answers such questions. It is designed for your teams in the field who interact, implement projects and make decisions with a variety of stakeholders, often from different socio-cultural backgrounds. cinfo encourages you to be proactive and offer this training to your staff in their countries of operation.

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NEXT WORKSHOP: 4 HALF-DAYS BETWEEN 17 AND 22 JUNE 2021.

REGISTER NOW: WWW.CINFO.CH/CONFLICT-MANAGEMENT

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INSPIRATION

A virtual field visit “What does your work abroad a ­ ctually involve?” This is a question people considering a career in i­nternational cooperation would like to ask those already working in the field. It has ­rarely been possible until now due to the distances involved and the ­particular circumstances of the sector.

However, cinfo recently filled this gap by providing a ‘virtual visit’.

Who can better explain the daily work, individual satisfaction (or frustration) and challenges than those ­directly involved? According to Daniel Glinz, consultant at cinfo, people prefer to keep their personal motivation, as well as negative aspects such as doubts or failures, to themselves because it is not part of the ‘official’ or politically correct discourse. Natacha Wicht, HR consultant at cinfo, says, “These kinds of things are exactly what inter­ est people wanting to get involved in international coop­ eration, whether they are students, recent graduates or professionals in a reorientation phase. Authentic firsthand accounts allow these people to engage concretely with the reality of the work.”

Create meeting places Does the possibility of meeting virtually mean that people can exchange ideas more often and better than before? For Natacha Wicht, the answer is a clear no – it is not that simple. She explains, “People who turn to cinfo for advice and to learn about the industry don't usually have contacts in the field. It is the task of a competence centre like cinfo to create meeting points, estab­ lish contacts and provide the framework for an open and constructive dialogue, with the involvement of employers.”

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The premiere with health ­professionals What is special about the cinfo webinars is that we bring together different types of employers, from NGOs to multilateral organisations. The first event, di­v ided into three sessions, took place in November 2020 and focused on the area of health. The speakers represented a broad professional spectrum: a doctor from ­SolidarMed working in Tanzania, a health manager at UNICEF in Afghanistan, a health delegate from the ICRC in Yemen, a country coordinator from the Swiss Red Cross in Malawi, and so on. These professionals not only provided a concrete picture of their work. “Through the discussions, partic­ipants were able to learn more about their daily lives and get a better picture of the health professions in our s­ ector,” says Daniel Glinz. The HR man­ ­ rganisations were also on hand to answer agers of the o specific questions from the audience.

cinfo plans to hold more such webinars with profes­ sionals from other work areas. More on this in the coming months, stay tuned!

IT IS THE ROLE OF A COMPETENCE CENTRE LIKE CINFO TO CREATE THIS ­PLEASANT ­ENVIRONMENT FOR OPEN AND CONSTRUCTIVE ­DIALOGUE.

COMMUNITY

Networking between Swiss UN staff There are currently around 300 Swiss nationals working at the United ­Nations. Often, they do not know their Swiss colleagues or where they work in the UN system because a Swiss community does not exist yet. Nora Landheer explains why Switzerland is committed to a strong network. _>

INTERVIEW ON NEXT PAGE

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WHERE DID THE IDEA OF A SWISS UN NETWORK COME FROM?

WHAT DO THE SWISS UN STAFF, AS THOSE DIRECTLY CONCERNED, THINK ABOUT THIS?

Nora Landheer: It is no secret that having a network of relationships to fall back on when needed is an important factor for success, for both individuals and ­institutions.

The Confederation, in this case the Swiss Agency for Development and Cooperation (SDC), wants to harness this potential. It is striving to increase the pres­ence of Swiss professionals in the UN, with a view to strength­ ening Switzerland’s political dialogue with the UN.

The government wants to establish a network, but it is also a great need of Swiss UN staff. In recent years, many staff members have expressed the wish to be better networked with each other as well as with the Confed­ eration.

SO THE CONFEDERATION WOULD LIKE TO INTENSIFY NETWORKING BETWEEN THESE PEOPLE?

Yes, between headquarters and these professionals, but also between each other! The experience of other countries has shown a tendency towards an increased pres­ ence of their nationals at the UN when they can access a solid network. The connection is unmistakable.

WHY?

The lack of career prospects at the UN is a significant problem, according to a 2018 study by cinfo, which exam­ined the motivation of Swiss professionals to start, continue or leave a career in multilateral organisations.

They expressed a real need to network, inform and assist each other. They also want more support in their career and personal development. This is where cinfo comes in, on behalf of the Confederation.

WHAT IS CINFO’S ROLE?

We support Swiss nationals at the UN in questions of professional orientation and development as well as with applications for positions within the UN. To achieve the goal of an increased Swiss presence, it is essential that many of those already employed at the UN remain.

Contact with Swiss UN staff in recent years has shown that they are still not sufficiently aware of what we can offer them. This is also the case in reverse: we often discover applications or career problems too late. More frequent, intensive communication would therefore be very useful.

NORA LANDHEER IS A SENIOR HR ADVISOR AT CINFO AND COORDINATES THE PROJECT SWISS PROFES­ SIONALS AT THE UN.

©

“Congratulations on this initiative! I started as a JPO at the UN 15 years ago and welcome this platform wholeheartedly.”

SOPHIE BROENNIMANN, SPECIAL ASSISTANT TO THE DEPUTY SPECIAL REPRESENTATIVE OF THE SECRETARY-GENERAL (POLITICAL), UNITED NATIONS ASSISTANCE MISSION IN AFGHANISTAN (UNAMA)

WHAT SOLUTION HAVE YOU CHOSEN?

We have decided on a user-friendly platform that allows all stakeholders – Swiss UN staff, federal authorities and cinfo – to present themselves, on a voluntary basis of course. Participants can learn more about each other and get in touch at any time. Swiss UN staff also have the opportunity to support each other in terms of men­ toring.

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AND THIS LED TO ‘SWISS PROFESSIONALS AT THE UN’ AT THE END OF 2020?

That’s right. The reactions were not long in coming and confirmed that there is a real need. In just a few days, 120 Swiss nationals signed up; they are working at the UN system at various levels, in different functions and organi­sations, and in different locations. That is around 40 per cent of all Swiss UN staff – and it is only the beginning. We intend to consolidate this community in the long term.

WWW.CINFO.CH/SWISS-IN-MO

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STUDY

Young people’s interest in a career in international cooperation cinfo recently published the r­ esults of a study that examined the i­nterests of young people in a career in ­humanitarian aid and development cooperation. Irenka Krone-Germann, the coordinator of the study, answered our questions.

WHY A STUDY ON THIS ISSUE?

Irenka Krone-Germann: Young professionals’ enthusiasm for a sector is a good indicator of how healthy and dynamic it is. International cooperation requires the interest of young people in order to remain relevant and up-to-date. So this issue is of great importance, not only to a competence centre like cinfo but also to all employers (NGOs, government, multilateral organisations and private foundations).

IRENKA KRONE-GERMANN IS CO-HEAD OF NETWORKS, KNOWLEDGE MANAGEMENT AND COMMUNICATION AT CINFO.

HOW DO YOU DEFINE ‘YOUNG PEOPLE’?

Together with our research partner, the Bern University of Applied Sciences for Agricultural, Forest and Food Sciences (BFH-HAFL), we designed the questionnaire for people in Switzerland entering the workforce in the next three to seven years. Three-quarters of our sample were 18 to 23 year-old students without any work experience.

The last quarter was comprised mainly of young people, aged 24 to 27, who had completed their Master’s degree and had up to one year’s work experience.

WHAT ISSUES DID YOU EXPLORE?

Understanding young people’s interest requires a multi­ dimensional analysis of factors that are both internal and external to international cooperation. It was important for us to look at the issue in its entirety: What aspects of the industry attract young people? Are they interested in working abroad? If so, under what conditions? Do young people have the necessary skills? What are the potential barriers to entering the field? And how do those who are interested find out about the sector?

LET’S LOOK AT THESE QUESTIONS IN DETAIL. WHAT ASPECTS OF INTERNATIONAL COOPERATION ­PARTICULARLY APPEAL TO YOUNG PEOPLE?

For most young people, international cooperation offers the opportunity to engage in ‘meaningful work’, which is the main motivation for considering a career in this field. The desire for a ‘personal challenge’ is also frequently mentioned. Surprisingly, however, the prospect of living and working abroad was not an important ­factor.

AND WHAT ARE THE ASPECTS THAT TEND TO KEEP THEM AWAY FROM INTERNATIONAL COOPERATION?

Many young people assume that international cooperation makes it difficult to combine a family and career, which is the exact criteria most valued by the survey participants in choosing a career. This clearly argues against international cooperation, which requires a great deal of flexibility in the face of rapidly changing situations. Accordingly, young people value dual careers in foreign postings (employment opportunities for life

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partners). Concerns about economic prospects and job security are also frequently mentioned. Some respondents also expressed doubts about the effectiveness of international cooperation, especially in terms of the long-term impact of programmes.

DO YOUNG PEOPLE HAVE THE NECESSARY SKILLS?

Employers are placing more importance on language skills and soft skills, such as social competence and the ability to work in a team. Increasingly, they are looking for profiles with experience abroad, preferably in international cooperation or a related field. Most employers nowadays have no difficulty in finding competent and motivated young talent. Our study shows a tendency towards a decrease in the number of unpaid internships.

WHAT WOULD YOU RECOMMEND TO EMPLOYERS BASED ON THESE OBSERVATIONS?

cinfo encourages employers to proactively create junior positions that require new skills, for example in the area of digitalisation. Jobs should be made more flexible to allow for a better work-life balance. Ultimately, it is the employers who ensure the sector’s appeal through their package of measures. cinfo advises and supports them in their approach and decisions.

More information on this topic can be found in our publication, which presents the results of the survey and useful recommendations.

_> www.cinfo.ch/youth-interest

Diversity and Gender cinfo’s recently published study on diversity and gender is also of interest to employers. Together with the Bureau for Labour and Social Policy S­ tudies (Bass), cinfo analysed how international cooperation organisations are positioned with regards to pay equality between women and men. What are employment conditions like in terms of gender and age, and for employees with disabilities? To what extent do organisations recognise and utilise the diversity of their employees?

Learn more at www.cinfo.ch/diversity

CHRISTINE BEERLI-KOPP, PRESIDENT OF THE FOUNDATION BOARD

“To say that 2020 has been a special year that has demanded a lot from all of cinfo’s employees ... ... is a truism that I am hesitant to use as my opening remark.

Nevertheless, I would like to wholeheartedly thank every­one for their flexibility, creativity and great commitment, which has enabled effective, ongoing work to be achieved despite the extraordinary situation.

The changes in the international cooperation labour market that we have been observing for some time now have led to increased difficulties for young professionals in the domestic market. cinfo explored this issue further in the 2020 report on young professionals and identified actions to be taken at various levels.

One step involves the creation of entry-level opportunities for young people at the start of their careers. In order to provide opportunities here, cinfo has developed programmes in collaboration with new partners (Fondation Botnar and Stiftung Mercator Schweiz) that offer young people their first job, either in Switzerland or abroad, thereby enabling them to gain important experience.

We will continue pursuing this and hope to bring other actors on board.

Another path that will be resolutely pursued is the development and provision of services for employees working in the global south. The implementation and development of digital services necessitated by the pandemic revealed enormous demand and confirmed the potential of providing relevant, sustainable services from Switzerland. A good example of this is the online workshop "Conflict Management" described in this annual report.”

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SECURITY IN THE FIELD

Preparing yourself for the risks Those preparing for a posting in ­development cooperation or humani­ tarian aid have the opportunity to participate in a workshop about security, held by cinfo several times a year.

What is the purpose of this workshop?

And what needs does it address?

We answer FAQs and introduce our new trainer Heinrich Schneider.

From 2021 Heinrich Schneider, our senior security consultant, organises and facilitates this workshop.

“My training is practice-oriented: How to behave in a precarious situation in an unsafe environment? How to deal with stress? For ten years I worked at the Federal Office of Police, where I led international police reform missions, was responsible for projects in cooperation with the UN, the EU and the OSCE, and was a member of the federal crisis team for hostage taking and extortion. As a consultant, I have worked in many countries in Eastern Europe, Africa and the Middle East.”

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Why is pre-departure preparation so important?

As a rule, it is not catastrophic events but everyday, small hazards that disrupt work and disturb personal equilibrium during field operations. It is therefore very useful to learn to distinguish between problems we can control and those over which we have very little influence.

The actual situation in the field is never as we imagined it. Are people leaving on mission aware of this gap between reality and their perception? Do they know the real risks? Those who learn to anticipate and correctly assess the most important risks are better able to react appropriately.

Moreover, when people travel abroad, they leave a familiar context where they know the rules and have a certain status. In the country of assignment, how­ ever, they are part of a clearly identifiable minority. How will the local population react to their presence? Developing scenarios in advance enables you to adapt your behaviour to the new situation.

Examples of possible situations and questions “As part of my job, I travel regularly to Lebanon, Syria and Jordan to monitor and coordinate child protection projects. I know the region quite well, but unfortunately do not speak Arabic. How can I prepare and improve my security when travelling to fragile contexts? And what advice should I give to the colleagues I supervise in the field?”

Program Coordinator “Although I am of Iraqi origin, I have never lived in Asia and am not a practicing Muslim. I didn't know cinfo, my wife made me aware of this workshop.

How can I prepare myself for life in Bangladesh, a country where I will belong to an ethnic minority? We also have many related questions about family life and raising our daughter.”

Accompanying partner “I am preparing for a six-month posting in Honduras – my first assignment in Latin America. I know that there is a lot of crime in this country, namely criminal youth gangs, the so-called ‘maras’. Will I be confronted with them? I have also heard that corruption is very widespread. How can I prepare myself for that?”

Young volunteer

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What will I learn in the workshop?

Following the workshop, participants are able to identify the main risks in their target countries. They have the tools to analyse and better navigate their environment and create a comprehensive security framework. They know what criteria to consider when choosing accommodation or means of transport. And they understand the links between personal safety and stress management.

The workshop places particular emphasis on personal preparation for dangerous situations and confrontation with violence. Amongst the participants we discuss practical aspects, the analysis of risks and the behaviour towards armed persons, for example during demonstrations or at checkpoints.

It should be noted, however, that this workshop is not a HEAT course (Hostile Environment Awareness Training).

Why is the workshop also aimed at employers?

Organisations have a duty of care for the security of their employees all over the world. As part of the "Swiss Security Network", several organisations have been work­ ing together with cinfo and the Global Interagency Security Forum (GISF) to develop a maturity model for this issue. This has resulted in an online self-assessment tool that allows employers to assess their security risk management and identify appropriate measures.

As the maturity model shows, preparing employees well on the issue of security is ­critically important. As such, cinfo’s workshop represents the minimum level of prepa­ration that organisations should definitely offer to their teams. Of course, it is also in the direct interest of employers to have well-informed and prepared employees. The more confident a person feels in their decisions, interactions and local movements, the better able they are to realise the organisation's goals.

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_> MORE ABOUT THE WORKSHOP: WWW.CINFO.CH/SECURITY MORE ABOUT DUTY OF CARE: WWW.CINFO.CH/DUTY-OF-CARE

Following the workshop, participants are able to identify the main risks in their target countries.

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NEW

Maximum chance of success for minimum effort With cinfoPoste 3.0, the Swiss job market in international ­cooperation takes a step forward. ­Focus on the ‘talent pool’, the core of the new platform. cinfoPoste first appeared on the job market over 25 years ago. An online job board was unimaginable back then; instead, a gazette was published at regular intervals, containing a few pages of job advertisements that was passed from hand to hand. Although that seems archaic now, it was still very useful. It helped many people to find jobs and many employers to find the skilled workers they were urgently looking for.

The result of a need to innovate

In the 2000s, cinfoPoste was transformed into a virtual portal. For more than ten years, version 2.0 served as an intermediary between organisations and jobseekers, making an important contribution to the Swiss international cooperation labour market.

Our job portal showed its first signs of weakness in the face of these developments, necessitating a complete overhaul. After several months of planning and development, cinfoPoste 3.0 was finally launched in October last year.

Digitalisation of tools, candidates' search for job meaning, organisational change, increased competition between sectors and within sectors – it is clear that recruitment today is not the same as it was ten years ago.

The relationship between applicants and advertisers has changed, and in some cases even reversed.

It offers organisations completely new possibilities.

For example, its algorithms allow potential affinities between job postings and job seeker profiles to be identified at a glance. If they wish, employers can manage their recruitment process directly in cinfoPoste without any additional tools. Furthermore, the publication of advertisements can also be automated, provided an interface has been set up between the organisation's website and cinfoPoste.

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There are also many advantages for jobseekers. They can now create an individual profile, upload their CV and record a video CV. The algorithms mentioned above make it possible to identify potential compatibilities between their CV and job vacancies. ‘Job agents’ take over monitoring tasks and send personalised email notifications as soon as appropriate new jobs appear online.

All these functions revolve around the ‘talent pool’, which lies at the heart of the new cinfoPoste.

Natal Donnaloia, responsible for the project at cinfo, explains what is behind the talent pool.

WHAT IS THE TALENT POOL?

The talent pool is made up of individuals who have created a profile on cinfoPoste and update it regularly.

These people are working or are actively interested in becoming professionally involved in development cooperation, humanitarian aid and/or peacebuilding, whether in Switzerland or abroad. Characteristically, the members have a high level of education (university or equivalent) as well as highly relevant experience and expertise.

WHY IS A TALENT POOL REQUIRED?

We are constantly looking for people – both entry-­level and experienced professionals – who can add value to international cooperation organisations, and we conduct pre-selections. We are entrusted to do this work by both multilateral organisations (editor’s note: cinfo has a mandate from the Swiss Confederation, which is interested in strengthening Switzerland’s presence in the UN and international financial institutions) and by other organisations (NGOs, private sector, foundations, government).

There are clear advantages if, in addition to our sourcing activities on LinkedIn and other channels, we can draw on our own talent pool in the course of our research.

DO EMPLOYERS HAVE ACCESS TO THE TALENT POOL?

For obvious data protection reasons, direct access is not possible. However, in the course of the pre-selection and recruitment assignments mentioned above, we naturally access this valuable pool. We only pass on to employers the profiles of jobseekers who have given their express consent.

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NATAL DONNALOIA IS SENIOR HR ADVISOR AT CINFO AND IN CHARGE OF THE CINFOPOSTE PROJECT.

WHAT DOES THE FUTURE HOLD?

We are very satisfied with how it is developing. More than 4000 people, including more than 1200 Swiss residents, have created a complete profile in just three m ­ onths.

One of our goals is to better target our efforts to attract those profiles that are highly sought after by employers.

These include, for example, experts in the fields of finance or healthcare. In addition, we will also strengthen our information and advice services for the other profiles.

It is important for job seekers to create an accurate, attractive and complete profile. It is worthwhile spending sufficient time on this, both when creating and regularly updating it.

WWW.CINFOPOSTE.CH

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SUPPORTING YOUNG TALENT

A new type of entry programme What can be done about the lack of entry-level opportunities in ­international cooperation? ­ Mercator Foundation Switzerland turned to ­cinfo for an answer.

Here are the r­ esults.

FIRST RELEVANT WORK EXPERIENCE

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Mercator Foundation Switzerland

cinfo, Adrian Marti

A realistic view of working in ­organisations

Finding innovative entry points

“Mercator Foundation Switzerland is committed to an open, engaged society that enables young people to develop their talent. To this end, we promote and implement projects in the areas of education, communication, participation and the environment. We also address questions around digitalisation that cut across all these areas.

“Due to the general lack of entry opportunities for young people in international cooperation – especially with Swiss NGOs – Mercator Foundation Switzerland and cinfo have joined forces to create an innovative programme for young talent.

Getting into the professional field of international coope­ration (IC) is a challenge for young people: few students can afford a poorly paid or even unpaid internship during or after their studies, as is required to gain initial work experience. This hurdle is even higher for young people with a vocational training background because internships generally require a university degree. With these issues in mind, we have developed a new support programme in collaboration with cinfo.

The SDG (Sustainable Development Goals) Youth Programme enables interested young people to gain an initial year of work experience with an internationally active NGO or social enterprise. The programme is open not only to young people with a university bachelor’s degree, but also to graduates of higher vocational education. From the outset, those selected will gain a realistic insight into the work of their organisation by being deployed both at the headquarters in Switzerland and in an office abroad.

Potential host organisations applied with job offers.

Together with cinfo, we then selected the positions to be advertised.

We turned to cinfo for the development and operational support of the program because of its extensive experience in establishing and managing junior programs in the field of IC. cinfo will continue to play an important role after the programme’s inception in outreach, communication, and the recruitment and support of candidates. Monitoring, evaluation and the further development of the programme will be carried out jointly by the two organisations.

In 2021, five positions were advertised with applications closing on May 19 and the successful applicants will start their assignments in September. We look forward to the next stages and further successful collaboration with cinfo.”

The structure and content of the programme are based on the findings of an initial workshop that brought together interested young people and organisations active in international cooperation (IC). It became clear that new ways were needed to facilitate entry for young people with a first professional or university degree. It is essential to have people from different backgrounds, especially in terms of achieving the Sustainable Development Goals by 2030.

Our enquiries as to whether Swiss IC organisations – both NGOs and social enterprises – would be interested in participating in the programme as host organisations met with a positive response. Therefore, at the beginning of 2021, it was decided to set up the SDG Youth Talent Programme funded by the Mercator Foundation Switzerland.

The collaboration with Mercator has been very positive.

The foundation brings a lot of relevant experience and supports similar programs, such as the Mercator Fellowship on International Affairs. A lot of heart and soul has gone into developing this programme, and we are very pleased that the end result is exactly what we first dreamed of. cinfo will continue to support innovative programmes for young talent in the future, and strive to bring new host and funding partners on board. As we have seen in the UN Youth Volunteer and Junior Professional Officer programs, there is enormous demand for such entry-­ level opportunities. While innovative approaches exist in response to this demand, they need to be translated into reality.

In the context of the 2030 Agenda and the Sustainable Development Goals, we need fresh ideas for international cooperation, novel partnership models, and innovative solutions to create more jobs, especially in the areas of health, new technologies, and sustainable investment.”

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SAVE THE DATE 12.11.21

Forum cinfo Next edition: 12 November 2021

FORUM CINFO BRINGS TOGETHER THOSE WHO TAKE ­ACTION FOR THE SUSTAINABLE DEVELOPMENT GOALS (SDGS) INTERNATIONALLY – INDIVIDUALS AND ­ORGANISATIONS. THIS DYNAMIC EVENT IS ABOUT WORK, CAREER DEVELOPMENT AND CAREER OPPORTUNITIES IN A MULTIFACETED SECTOR. IT IS THE ONLY PLATFORM OF ITS KIND IN SWITZERLAND.

Impressum

REDACTION:

cinfo GRAPHIC DESIGN:

cinfo based on a concept by moxi ltd.

PHOTOS:

Matthias Käser Susanne Goldschmid UN Photo unsplash cinfo www.cinfo.ch May 2021

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Annual financial statement 2020 Balance at 31 December 2020 Assets Amounts in CHF

2020

2019

WORKING CAPITAL

2'794'522.19

1'194'759.15

Liquid assets

2'679'222.96

966'541.77

54'448.00

49'088.00

Receivables supplies and services

35'767.65

137'713.75

Other short-term receivables

2'296.80

1'351.85

Prepaid expenses

22'786.78

40'063.78

FIXED ASSETS

4'967.00

17'746.00

4'965.00

10'820.00

1.00

6'925.00

1.00

1.00

2'799'489.19

1'212'505.15

Securities

Tangible assets Office furniture and appliances Building renovation Intangible assets Information technology TOTAL ASSETS

Liabilities Amounts in CHF

CURRENT LIABILITIES

2020

2019

2'038'392.84

460'596.68

161'382.67

123'793.75

Other short-term liabilities

32'412.95

55'170.40

Liabilities SDC / SECO / HSD

1'654'967.13

193'810.82

Accrued and deferred liabilities

189'630.09

87'821.71

EQUITY CAPITAL

761'096.35

751'908.47

Foundation capital

202'000.00

202'000.00

56'818.79

61'789.26

502'277.56

488'119.21

2'799'489.19

1'212'505.15

Supplies and services payable

Freehold: Acquired free capital Freehold: Reserve fund cinfo TOTAL LIABILITIES

COMMENTS ON 2020 ANNUAL FINANCIAL STATEMENT

Financial statements were revised according to Swiss regular audit standards by the auditors BDO AG and subject to Swiss GAAP FER 21.

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Operating statement 1 January – 31 December 2020

Operating income Amounts in CHF

2020

2019

INCOME FROM DELIVERABLES AND SERVICES Contributions SDC

2'673'628.69

3'038'995.35

Income from service agreements SDC

139'798.01

130'898.09

Expenses VAT SDC

-23'719.71

-28'468.30

284'841.24

286'176.18

310.53

291.71

Reduction in earnings

0.00

370.62

Member contributions

44'953.88

43'044.97

3'119'812.64

3'471'308.62

Selective commissions Diverse revenue

TOTAL OPERATING INCOME

Operating expenses Amounts in CHF

2020

2019

2'440'485.40

2'597'909.93

1'855'904.05

1'838'548.46

Rental / maintenance

4'008.20

23'702.00

Amortisations

9'369.00

4'104.15

Other operating expenses

571'204.15

731'555.32

ADMINISTRATIVE EXPENDITURE

673'047.14

806'889.94

Personnel expenditure

406'511.96

392'210.90

Rental / maintenance

145'532.74

137'815.55

3'410.00

24'024.85

117'592.44

252'838.64

3'113'532.54

3'404'799.87

Operating profit

6'280.10

66'508.75

FINANCIAL RESULT

2'930.83

4'338.29

Financial income

5'473.80

7'465.70

-2'542.97

-3'127.41

Operating result after net income

9'210.93

70'847.04

Annual result before organisational capital

9'210.93

70'847.04

-9'210.93

-70'847.04

-14'204.45

-77'351.29

23.05

23.90

4'970.47

6'480.35

0.00

0.00

DIRECT PROJECT EXPENDITURE Personnel expenditure

Amortisations Other operating expenses TOTAL OPERATING EXPENSES

Financial expenses

ALLOCATION / DISPOSITION Allocation cinfo reserve fund Debits from cinfo reserve fund Debit / credit free capital ANNUAL RESULT

27

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